PROJECT PLANNING AND ITS PRACTICE IN THE CONSTRUCTION …€¦ · construction projects and project...
Transcript of PROJECT PLANNING AND ITS PRACTICE IN THE CONSTRUCTION …€¦ · construction projects and project...
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ST. MARY‟S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
Department of Project Management
JUNE, 2017
ADDIS ABABA, ETHIOPIA
PROJECT PLANNING AND ITS PRACTICE IN THE
CONSTRUCTION INDUSTRY (A CASE OF OROMIA HOUSING AND URBAN DEVELOPMENT BUREAU)
By
YILMA SISAY
(SGS/0537/2008A)
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PROJECT PLANNING AND ITS PRACTICE IN THE
CONSTRUCTION INDUSTRY
(A CASE OF OROMIA HOUSING AND URBAN DEVELOPMENT BUREAU)
BY: YILMA SISAY
(SGS/0537/2008A)
A THESIS SUBMITTED TO SAINT MARY‟S UNIVERSITY, SCHOOL OF
GRADUATE STUDIES IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR
THE DEGREE OF MASTER OF ARTS (MA) IN PROJECT MANAGEMENT
JUNE, 2017
ADDIS ABABA, ETHIOPIA
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ST. MARY‟S UNIVERSITY SCHOOL OF GRADUATE STUDIES
DEPARTMENT OF PROJECT MANAGEMENT
PROJECT PLANNING AND ITS PRACTICE IN THE
CONSTRUCTION INDUSTRY (A CASE OF OROMIA HOUSING AND URBAN DEVELOPMENT BUREAU)
BY: YILMA SISAY
APPROVED BY BOARD OF EXAMINERS
____________________________ _______________________
Dean, Graduate Studies Signature
____________________________ _______________________
Advisor Signature
____________________________ _______________________
External Examiner Signature
____________________________ _______________________
Internal Examiner Signature
JUNE, 2017
ADDIS ABABA, ETHIOPIA
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DECLARATION
I, the undersigned, declare that this thesis is my own original work, prepared under the guidance
of Wubshet Bekalu (PhD). All sources of materials used for the thesis have been duly
acknowledged. I further confirm that the thesis hasn‘t been submitted either in part or in full to
any higher learning institution for the purpose of earning any degree.
______________________________ ________________________
Yilma Sisay Signature
St. Mary‘s University, Addis Ababa June, 2017
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ENDORCEMENT
This thesis has been submitted to St. Mary‘s University, School of Graduate Studies for
examination with my approval as a university advisor.
______________________________ ________________________
Wubshet Bekalu (PhD) Signature
St. Mary‘s University, Addis Ababa June, 2017
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Table of Contents
ENDORCEMENT ............................................................................................................................. i
Table of Contents .............................................................................................................................. ii
ACKNOWLEDGEMENTS .............................................................................................................. v
ABBREVIATIONS AND ACRONYMS ........................................................................................ vi
LIST OF TABLES .......................................................................................................................... vii
LIST OF FIGURES ....................................................................................................................... viii
ABSTRACT ..................................................................................................................................... ix
CHAPTER ONE: INTRODUCTION ....................................................................................................... 1
1.1. STUDY BACKGROUND ................................................................................................................... 1
1.2. STATEMENT OF THE PROBLEM ...................................................................................................... 3
1.3. BASIC RESEARCH QUESTION ......................................................................................................... 5
1.4. OBJECTIVE OF THE RESEARCH ....................................................................................................... 5
1.4.1. Genera Objective .................................................................................................................. 5
1.4.2. Specific Objectives ................................................................................................................ 5
1.5. SIGNIFICANCE OF THE STUDY ....................................................................................................... 6
1.6. SCOPE OF THE STUDY .................................................................................................................... 6
1.6.1. Geographic Scope ................................................................................................................. 6
1.6.2. Conceptual Scope .................................................................................................................. 6
1.6.3. Methodological Scope ........................................................................................................... 6
1.7. ORGANIZATION OF THE RESEARCH ............................................................................................... 7
CHAPTER TWO: LITERATURE REVIEW .......................................................................................... 8
2.1. THEORETICAL REVIEW .................................................................................................................. 8
2.1.1. What is a Project? ................................................................................................................. 8
2.1.2. Project Planning ................................................................................................................... 9
2.1.2.1. Construction Project Planning ........................................................................................ 10
2.1.3. Project Planning Knowledge Area ..................................................................................... 11
2.1.3.1. Project Scope Planning ................................................................................................... 12
2.1.3.2. Risk Management Planning ............................................................................................ 13
2.1.3.3. Procurement Planning ..................................................................................................... 14
2.1.3.4. Schedule Development and Cost Estimation .................................................................. 14
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2.1.3.5. Communication Plan ....................................................................................................... 15
2.1.3.6. Quality Planning ............................................................................................................. 16
2.1.3.7. Project Human Resources planning ................................................................................ 16
2.1.3.8. Project Integration Planning ............................................................................................ 16
2.1.4. Project planning tools and techniques ................................................................................ 17
2.1.4.1. The Work Break Down Structure ................................................................................... 17
2.1.4.2. Gantt charts ..................................................................................................................... 17
2.1.4.3. Critical Path Method (CPM) ........................................................................................... 18
2.2. THEORETICAL EVIDENCES .......................................................................................................... 19
2.3. CONCEPTUAL FRAMEWORK ........................................................................................................ 20
CHAPTER THREE: STUDY DESIGN AND METHODOLOGY ...................................................... 21
3.1. RESEARCH DESIGN ...................................................................................................................... 21
3.2. POPULATION AND SAMPLING TECHNIQUE .................................................................................. 21
3.2.1. Target Population ............................................................................................................... 21
3.2.2. Sampling Techniques .......................................................................................................... 21
3.3. TYPES OF DATA AND INSTRUMENT OF DATA COLLECTION ........................................................ 22
3.3.1. Type and Source of Data ..................................................................................................... 22
3.3.2. Instruments of Data Collection ........................................................................................... 22
3.4. PROCEDURE OF DATA COLLECTION............................................................................................ 23
3.5. METHOD OF DATA ANALYSIS ..................................................................................................... 23
CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION ........................................................ 24
4.1. PROJECT PLANNING KNOWLEDGE OF PROFESSIONALS ................................................................ 24
Table 4. 1 Respondents Knowledge of Project Management tools ................................................ 24
4.2. PRACTICE OF PROJECT MANAGEMENT KNOWLEDGE AREA DURING PROJECT PLANNING
PROCESS .................................................................................................................................................. 25
4.2.1. Project Time Management .................................................................................................. 25
Table 4.2.1Cross Tabulation ‗Planning activities on time‘ & Projects face site related problems . 26
4.2.2. Project Scope Planning ....................................................................................................... 26
Table 4.2.2 Resp. Answer; Project scope is well defined ............................................................... 27
4.2.3. Project Quality Planning .................................................................................................... 27
Table 4.2.3 Cross tabulation ‗sufficient time is given for design development and projects face
design change during construction phase. ....................................................................................... 28
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4.2.4. Risk Management Planning Practice .................................................................................. 29
Table 4.2.4 Resp. Answer for; ‗Risk Management Plan prepared during planning phase‘ ............ 30
4.2.5. Project procurement Planning Practice ............................................................................. 31
Table 4.2.5.1: Procurement Plan is prepared .................................................................................. 31
Table 4.2.5.2: Cross tabulation result for procurement plan prepared vs. projects awarded 3rd &
4th Quar. ......................................................................................................................................... 32
4.2.6. Project Cost Estimation ...................................................................................................... 33
Table 4.2.6.1 Respondents answer for Project cost is well estimated there is difference between
estimated cost & contract price ....................................................................................................... 33
Table 4.2.6.2: Cross tabulation / cost is well estimated vs. estimated cost is different from market
value/ ............................................................................................................................................... 34
4.2.7. Project Communication Planning Practice ........................................................................ 34
Table 4.2.7.1: Communication planning practice ........................................................................... 35
4.2.8. Project Human Resource Planning Practice ...................................................................... 35
Table 4.2.8.1: Respondents answer for ‗Project team is planned /allocated during planning‘ ....... 36
Table 4.2.8.2: Respondents answer; Project team members motivated to participate in planning . 36
Table 4.2.8.2 Pproject management training given ......................................................................... 37
4.3. USE OF PROJECT MANAGEMENT TOOLS AND TECHNIQUES ......................................................... 37
Table 4.3.1.1: Work Break Dawn Structure is used ........................................................................ 37
Table 4.3.1.2: LFA is used during planning.................................................................................... 38
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION ............................... 39
5.1. SUMMARY ................................................................................................................................... 39
5.2. CONCLUSION ............................................................................................................................... 40
5.3. RECOMMENDATION ..................................................................................................................... 41
REFERENCE ............................................................................................................................................. 42
ANNEXES .............................................................................................................................................. 45
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ACKNOWLEDGEMENTS
I would like to convey my sincere gratitude to my advisor Bekalu Wubshet (PhD) for his
constructive comments and continued guidance for successful accomplishment of this research
within the time line.
I am deeply grateful to my family and friends; specially, Seyoum Mosisa for encouraging me to
finish the research.
Last but not least, I would like to thank all who have given assistance in obtaining the
information and data related to this work especially the people who took time from their busy
schedule to fill my questionnaire.
Yilma Sisay
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ABBREVIATIONS AND ACRONYMS
CPM Critical Path Method
PERT Program Evaluation and Review Technique
OBHUD Oromia Bureau of Housing and Urban Development Bureau
WBS Work Break Dawn Structure
PMBOK Project Management Body of Knowledge
LFA Logical Framework Approach
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LIST OF TABLES
Table 4. 1 Respondents knowledge of project management tools and techniques
Table 4.2.1 Cross Tabulation ‗Planning activities on time‘ & Projects face site related problems
Table 4.2.2 Descriptive statistics on Project Scope is Well Defined
Table 4.2.3 Cross tabulation ‗sufficient time is given for design development and projects face
design change during construction phase.
Table 4.2.4 Risk Management Plan prepared
Table 4.2.5 Project Procurement Plan prepared
Table 4.2.6 Cross tabulation result procurement plan prepared vs. projects awarded 3rd
& 4th
Q.
Table 4.2.5 Project cost is well estimated vs. difference between estimated cost & contract price
Table 4.2.6 Cross tabulation between cost is well estimated vs. estimated cost is different from
market value
Table 4.2.7 Communication Planning Practice
Table 4.2.8 Project Team is planned /allocated early in the planning phase
Table 4.2.9 Project team members are motivated to participate in planning
Table 4.2.10 frequent project planning and Management training
Table 4.3.1 Work Break Dawn Structure is used
Table 4.3.2 Logical Framework Approach is used in planning
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LIST OF FIGURES
Figure 2.5: Conceptual Framework Diagram
Figure 4.1: Respondents‘ answer for taking project management related trainings
Figure 4.2.1.1 Project Planning Activities completed before execution
Figure 4.2.1.2 Project activity schedule determined
Figure 4.2.2.1 WBS is used to define project scope
Figure 4.2.3.1 Project Quality Plan is Prepared
Figure 4.2.4.1 there is a separate unit to deal with risk related issues
Figure 4.2.4.2 risk analysis is conducted
Figure 4.2.5.1 Bid Evaluation is completed on time
Figure 4.2.5.2 Difference between estimated cost and contract time
Figure 4.2.6.1 Project team leaders/managers are capable
Figure 4.3.1 Project scheduling tools and techniques
Figure 4.3.2 Project Management Software us used
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ABSTRACT
This research deals with the study of construction project planning practice taking in to account
a case of Oromia Regional state, Housing and Urban Development Bureau; an organization
responsible for consulting, construction projects owned by regional public bodies. The objectives
of the research were to assess Project planning knowledge of professionals, the extent to which
project management knowledge areas are practiced during the planning process of construction
projects and identify the level of use of project management tools and techniques during
planning stage of construction projects in the organization under study. Different literatures
were assessed to show the significance of project planning knowledge in the construction
projects. A descriptive research design has been considered and both probability and non-
probability sampling techniques applied. Findings of the assessment suggest that, project
planning and management knowledge is not sufficient enough in order to successfully manage
construction projects and project planning practice in the organization when evaluated from the
nine project management body of knowledge perspective is found to be not satisfactory;
Specifically, project risk management planning, procurement planning, project quality planning
and scheduling are not well considered. Moreover, use of project management tools and
techniques during project planning phase is limited to WBS and LFA; the rest are not well
known and not utilized. This paper recommends the study organization equip its employees with
project management knowledge and the application of tools and techniques through trainings so
as to improve the poor/inadequate planning performance of the identified knowledge areas. It is
also recommended that the organization structure of the study organization undertaking large
number of civil work activities to from the existing process /functional based to a matrix system.
A further research on how pre-project execution phase activities affect project performance in
the organization is also a major recommendation of the assessment
Key Words: Project Management, Project Planning, Tools and Techniques.
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CHAPTER ONE: INTRODUCTION
1.1. Study Background
A viable project plan serves as a road map for the execution process in the same way that a
highway road map serves to guide a planned trip. In both cases, we realize that the map may not
have identified all items along the way, but hopefully, the detours encountered will be minor and
we will always be close to the defined target areas. Also, the plan can help us move back in the
desired direction. To accomplish this goal, the project plan must accurately capture the stated
requirements, map an appropriate technical work pathway to achieve those requirements,
incorporate various necessary technical items into the plan to support the output, allocate
required resources to work units, and integrate these together such that all necessary components
are in synchronization. Deborah S.C. and Gary L. Richardson (2013)
According to kerzner, (2003) the major responsibility of the project manager is planning. If
project planning is performed correctly, then it is conceivable that the project manager will work
himself out of a job because the project can run itself. This rarely happens, however. Few
projects are ever completed without some conflict or trade-offs for the project manager to
resolve.
Project planning in many cases is not performed well in the building industry, and, as a result,
the building sector suffers from poor or incomplete scope definition, frequently experiencing
considerable changes that result in significant cost and schedule overruns. Kamau, Mireri and
Usman (2013) confirmed that the growing complexity of the building industry calls for increased
effectiveness in the planning and control of projects.
The planning process consists of those processes performed to establish the total scope of the
project effort, define and refine the objectives, and develop the course of action required to attain
those objectives. These include, developing the project management plan and documents that
will be used to carry out the project; such us, Schedule development, determining the budget,
Work break down structure, developing the quality plan, the procurement plan, risk response
plan, communication plan and human resource plan. PMI (2008)
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The construction industry is complex in its nature because it comprises large numbers of parties
as owners (clients), contractors, consultants, stakeholders, and regulators. Performance of
projects on the other hand is becoming a source of concern to both public and private sector
clients. Project activities and management efforts in any of the project phases could affect the
success of a given project. This makes the management process more complex and challenging
task, requiring a more comprehensive view in the projects.
In a bid to implement the urban development and urban good governance programs, Oromia
Housing and urban development Bureau has been charged with the responsibility of coordination
and leading the regional urban sector. Moreover, the Bureau is mandated with consultancy and
supervisory role of any construction activities undertaken by any regional public bodies. With
this role, the Bureau among other activities, it is involved in the whole process of construction of
projects; including design development and procurements management of civil work
(construction) of projects undertaken by regional level implementing bodies.
Therefore, the research tried to assess the project planning practices of construction projects
consulted and managed by Oromia Housing and Urban Development Bureau. The researcher
believes the study will assess the planning practices in the institution and the level of
applicability of project management knowledge and make recommendations that will improve
project planning performance in the organization in particular, and contribute to the research
environment in general.
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1.2. Statement of the Problem
Planning can be a good way to achieve a goal, because without planning, we do not have a
specific path to follow and our efforts can leads us towards undesired objectives or results.
Without adequate planning, it is difficult to really understand what it will take to complete a
project successfully. A viable project plan serves as a road map for the execution process in the
same way that a highway road map serves to guide a planned trip. Deborah Sater Carstens and
Gary L. Richardson (2013)
However, inadequate analysis and planning will lead to a failed project but the more planning
there is in a project, the more positive outcome is expected. Even if all the resources are
available poor project planning will result to project failure. According to Wang, and Gibson
(2008) planning and analysis are important and the more planning there is in a project, the more
successful the project will be. Time spent on these activities will reduce risk and increase project
success. On the other hand, inadequate analysis and planning will lead to a failed project, Morris
(1998).
Many project managers however, spend most of their time realizing and reacting to unexpected
changes and problems instead of anticipating and preparing for them. This is called crisis
management. Projects caught off guard may spend a great deal of time and energy playing catch
up. They use up their energy coping with immediate problems with little energy left to anticipate
and prepare for the next challenges. This vicious cycle locks many organizations into a reactive
posture Moris (1998).
In many countries the construction industry has, however, attracted criticism for inefficiencies in
outcomes such as poor quality, time and cost overruns. A major bottleneck facing the building
industry is why projects are not being completed on time, at the budgeted cost and within
specified standards. Chandra (2010) noted that building projects especially in the public sector
compromise on quality and are not completed on time and have cost overruns.
According to the parties involved in Ethiopian building construction projects, most projects are
not completed in conformity to the original plan. Pär Karlsson (2011) conducted an assessment
on Potential improvements in Project Management methods in Ethiopia. The studied project
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involves constructing a 10,000 ha rice field in Gambela region, located in the southwest of
Ethiopia. The project plan in the studied project is under development, but not completed and
therefore not implemented in the project management. The project includes plans and documents
for project scope, time, cost, quality, human resources, communication, risk and procurement.
The project has been ongoing for one and a half years without the project plan being
implemented, which has caused an overall insufficient planning and control of the project. Since
the project plan is developed late in the project, and due to the lack of planning and control that
the project suffers, some parts of the plan are already outdated.
In another preliminary in house assessment undertaken at Oromia Urban Land information
system, a G+4
construction project constructed in 4 different cities of the region exhibit poor
performance. These four projects (Nekemte G+4
Office Building, Shashemene G+4
Office
Building, Jimma G+4
Office Building & Bishoftu G+4
office Building) having their site hand over
date back in September 2008EC, only Shashemene G+4
Office Building has managed to reach
70%. Having the contract agreement signed for 365 days all projects has registered significant
delay. Specially, Jimma G+4
office building is the most underachieved project; having the
original contract period completed six months before, the physical status of the project is still
less than 10%. The basic factor behind the significant delay of this project according to few
interviewee and official reports is the fact that the construction site for the project is not made
clear from right off way problems; making the contractor unable to mobilize machineries in the
area. Two technical professionals who were interviewed suggest that even other few missed
items are yet to be included; if decided will definitely increase the cost of the project due to the
increased unit rates.
The aforementioned two cases clearly indicate that inadequate attention have been given for
project planning in particular and lack of strong project management system in general.
Therefore, this study is aimed at exhaustively assessing project planning related problems;
specifically, the project planning knowledge, practices and applicability of planning tools and
techniques in construction projects at Oromia Housing and Urban Development Bureau.
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1.3. Basic Research question
1. What is the level of practice of Project planning process at Oromia Housing and Urban
Development Bureau?
2. To what extent does project management knowledge areas are practiced/ implemented during
the planning process of construction projects at Oromia Housing and Urban Development
Bureau?
3. To what extent does project management tools and techniques are applied during planning
stage of construction projects at Oromia Housing and Urban Development Bureau?
1.4. Objective of the research
1.4.1. Genera Objective
The main objective of the study is to assess the practice of project management knowledge
during the planning phase of construction projects consulted by Oromia Housing and Urban
Development Bureau.
1.4.2. Specific Objectives
To assess the Project planning knowledge of professionals at Oromia Housing and Urban
Development Bureau?
To study the extent to which project management knowledge areas are practiced during the
planning process of construction projects at Oromia Housing and Urban Development
Bureau?
To study the extent to which project management tools and techniques are applied during
planning stage of construction projects at Oromia Housing and Urban Development Bureau?
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1.5. Significance of the Study
The study has tried to examine the construction project planning practice of the study
organization against the planning knowledge areas and the level of use of different project
management tools and techniques.
The study will provide lessons that will help Bureau of Housing and Urban Development to
improve its overall project performance thereby improving project planning knowledge within
the organization.
To this effect, the research findings are expected to contribute towards the project planning and
management capacity of the public sector in particular and to the growth of project management
knowledge in the country in general.
1.6. Scope of the Study
1.6.1. Geographic Scope
The study is conducted in Addis Ababa; specifically at Lafto Sub-city where Oromia Regional
Public Sector offices are located. Among the various regional government institutions located in
Addis, the research will be limited to Oromia Housing and Urban Development Bureau.
1.6.2. Conceptual Scope
The study is limited to assessing the project planning practice of construction projects at Oromia
Housing and Urban Development Bureau in relation to project management body of knowledge
areas.
1.6.3. Methodological Scope
As clearly defined in the problem statement the study will be an assessment on the existing
situation/variables without making any inference. Thus, a descriptive research design is
employed and both quantitative and qualitative data analysis techniques are used to suit the
research objective.
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1.7. Organization of the Research
This thesis contains five chapters as described below;
Chapter one is an introductory part containing discussions on study background, research
problems, Research question, objective of the research, and significance of the research, scope of
the research and organization or layout of the research.
Chapter Two on the other hand presents literature review with general descriptions by different
researchers in the area of project planning and management
Chapter Three discusses about the research design and methodology
Chapter Four presents data analysis and presentation
Chapter Five contains summary, conclusions and recommendations based on what is discussed
in the previous chapters.
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CHAPTER TWO: LITERATURE REVIEW
2.1. Theoretical Review
2.1.1. What is a Project?
A project is a temporary endeavor undertaken to create a unique product or service. The fact that
a project is temporary does not mean that the result of the project also will be temporary. Most
projects are undertaken to create a long lasting result PMI (2004). In order to differentiate
projects from operational activities, Kim Heldman (2001) defined Projects as temporary in
nature, while operations are ongoing. Projects have definitive start dates and definitive end dates.
A project is completed when the goals and objectives of the project are accomplished.
Sometimes projects end when it‘s determined that the goals and objectives cannot be
accomplished and the project is canceled. Operations involve work that is continuous without an
ending date and often repeat the same process.
Projects are the driving force for many organizations in most industries. Projects can be looked
upon as the change efforts of society, and the pace of change has been increasing. Therefore,
effectively and efficiently managing change efforts is the only way organizations can survive and
grow in this modern world. Paul C. D. and Jeannette C. (2006)
Projects typically have identifiable phases and each phase has a unique set of challenges for the
project manager. If we view the project from the highest level, these basic project phases can be
also identified as major factors influencing the project success. If one of these phases is planned
or executed wrongly, the project will have a high probability of failure. According to PMBOK
PMI (2004) a project generally consists of four chronological phases:
1. Initiation – The conditions are analyzed and the project‘s objective is specified.
2. Planning – Plans and methods for the execution are developed.
3. Execution – The main work towards completion are done.
4. Closing – The project is evaluated and closed down.
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Patel and Morris (1999) have also stated that the life cycle is the only thing that uniquely
distinguishes projects from non-projects. The sequence of phases through which the project will
evolve will significantly affect how the project is structured. To get efficient feedback from
drawn experience, the work in each phase should be evaluated as the project goes into the next
phase.
2.1.2. Project Planning
Barbara Allan (2004) describes Project planning as researching the project, and thinking ahead,
and identifying what needs to be done, the people who will carry out the work and the cost. In
addition to this he noted that project planning involves identifying potential problems and
developing contingency plans. He further divided the project planning process in to three stages
of: researching the project, detailed planning, and finally documenting and communicating the
plan.
Lester and Lester (2012) on the other hand defined a project plan as a road map that defines how
to get to the end. Effective project planning requires particular skill far beyond writing a
document with schedules and budget. Unlike small projects that involve few activities, complex
projects that go beyond a certain threshold level of magnitude should proceed on the basis of a
sound formal planning platform without which there may be chaos. Sound formal planning
provides the basis for organizing the work on the project and allocating responsibilities to
individuals.
According to PMI (2004), the main concern in the Planning Process Group is to develop and
manage the project management plan. The planning processes include identifying, defining and
managing all parts of the project management plan. These processes are continuously iterated as
new information is discovered in order to keep the project management plan updated.
The project plan represents the basic tool for successfully executing a project. It forms the basis
for all management efforts associated with the project. It is a record of plans that is expected to
change over time. The project manager is responsible for bringing out the project plan, which
should be accurate and complete as far as possible without being several volumes in length. It is
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a document that allows the project manager to manage the details, and not be managed by the
details. R.C. Mishra Tarun Soota (2005)
Morris (1998) similarly argued that ―The decisions made at the early definition stages set the
strategic framework within which the project will subsequently develop. Get it wrong here and
the project will be wrong for a long time‖.
Project planning and project performance are two complementary activities in project
management and the basis of project success or failure is defined in project planning. Faniran,
Oluwoye and Lenard (1998) observe that the objective of project planning is to complete a
project within a fixed amount of time, at a previously estimated cost and to specify standards of
quality. This assertion implies that the effectiveness of project planning is measured by project
performance.
According to the Project Management Book of Knowledge (PMBOK® Guide) Fourth Edition
PMI (2008), a project manager is expected to perform 42 processes, including 20 planning
processes. Therefore, planning processes consist of about 48% of all processes that should be
performed by a project manager during the project life cycle.
2.1.2.1. Construction Project Planning
Project management has a long history in the construction industry and there have been a number
of studies in the construction project management field. The industry has the unique ability to
facilitate development by providing directly for human needs, stimulating investment or
generating employment and is therefore important in the socio-economic development of
developing economies Hamilton (2006).
There are two main levels of planning associated with construction projects: strategic and
operational Bamisile (2008). Most of the focus in project management is on tactical planning.
Yet if used with the wrong strategy, tactics are of little help. It is similar to using the right
approach to solve the wrong problem. Lewis, J. P. (1995).
Dvir, Raz and Shenhar (2003) on the other hand identify three levels of project planning: 1) the
end-user level, in which planning focuses mainly on the functional characteristics of the project
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end-product; 2) the technical level, which focuses on the technical specifications of the project
deliverables required to support the functional requirements and 3) the project management
level, which focuses on planning the activities and processes required to ensure that the technical
work proceeds effectively. These three planning levels can otherwise be regarded as project
conception planning, project design planning and construction planning, respectively
In the construction industry planning is a complex and challenging task and there is an increasing
need for a more comprehensive view in the projects. When describing planning in construction
the definition varies depending on who is asked. To simplify how planning is conducted in a
construction project, it can be described as a process where the planner tries to identify the
required activities for reaching a pre-determined result Hendrickson (1998).
The object of planning construction project therefore, is to pre-determine how the project
objectives will be achieved Chitkara (2012). To achieve success in project planning according to
Bennett (2003): there must be a clear understanding of the project‘s objectives, purposes, scope
and nature by both the client/owner and organization responsible for carrying out the work and; a
relationship between the client/owner and the project delivery organization must be established,
with clearly defined roles and responsibilities.
2.1.3. Project Planning Knowledge Area
The planning process consists of those processes performed to establish the total scope of the
effort, define and refine objectives, and develop the course of action required to attain those
objectives. Accordingly the project Management plan which is the primary source of
information for how the project will be planned, executed, monitored and controlled, and closed
includes and documents actions required to define, prepare, and integrate, and coordinate
subsidiary plans such us the detail project scope, schedule development; determine budget,
quality plan, human resource plan, risk response plan, communication plan and the procurement
plan PMI (2008).
James P. Lewis (2007) on the other hand identified planning phases as; defining the problem to
be solved by the project, developing a mission statement; followed by statements of major
objectives, developing a project strategy that will meet all project objectives, Writing a scope
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statement to define project boundaries (what will and will not be done), develop a Work
Breakdown Structure (WBS), Using the WBS, estimate activity durations, resource
requirements, and Prepare the project master schedule and budget, decide on the project
organization structure and get the plan signed off by all project stakeholders.
Planning processes develop the project management planning process group. This group will be
focusing on identifying, defining and maturing the project scope, project cost; also it will help
scheduling all activities which may occur throughout the project. Planning process group covers
development of the project management plan and other subsidiary plans such us; scope planning,
risk management planning, purchase and acquisition plan, scheduling, cost budgeting, human
resource and communication plan. Ngoc Se (2010)
2.1.3.1. Project Scope Planning
The scope planning process yields a scope management plan, and the scope definition results in
an updated scope management plan, scope statement and requested changes to the project scope
PMI (2008). This effort is proven to be an effective way of increasing the chances of project
success while significantly decreasing the risks that could arise during project implementation
Wang Y& G. E. (2008)
Project scope includes the features and functions that characterize the product, service, or event,
and includes the work that must be done to deliver it with its specified features and functions.
Scoping a project is putting boundaries around the work to be done as well as the specifications
of the product to be produced. When defining scope, it is wise to articulate not only what is
included within the scope but also what is excluded. Paul D. and Jeannette C. (2006).
Ideally, the scope of a project should remain constant throughout the life of the job. Naturally,
this seldom happens. In most cases the magnitude (scope) of the work increases as a result of
overlooked details, unforeseen problems, or an inadequately defined problem. The most common
reason for scope changes is that something is forgotten. Lewis, J. P. (1995)
13
2.1.3.2. Risk Management Planning
According to Hillson D, (2009), risk is defined as an uncertainty that matters. This uncertainties
that matter could include threats or adverse conditions which have negative effects on
achievement of objectives and opportunities which if they were to occur would be helpful
towards achieving the goal or objective of the project. According to Suleman A.B. (2007), risk in
relation to construction is defined as "a consideration in the process of a construction Project
whose variation results in uncertainty in the final cost, duration and quality of the project".
There will always be some uncertainty associated with any project which represents risk. If risk
exists then the way to manage it has to be found. According to Suleman A.B. (2007), formal risk
management in the construction industry became an integral process only within the past 20
years. Since the effect is not specified risk could mean either negative or positive and taking this
into consideration risk has been defined by PMBOK of the PMI (2008), as an uncertain event or
condition that, if it occurs, has a positive or negative effect on one or more of the project‘s
objectives.
A project, by definition, is something that we have not done previously and will not do again in
the future. Because of this uniqueness, we have developed a ―live with it‖ attitude on risk and
attribute it as part of doing business. According to Kerzner, Harold (2003) If risk management is
set up as a continuous, disciplined process of planning, assessment (identification and analysis),
handling, and monitoring, then the system will easily supplement other systems as organization,
planning and budgeting, and cost control. Surprises will be diminished because emphasis will be
on proactive rather than reactive management. It forces us to focus on the future where
uncertainty exists and develop suitable plans of action to prevent potential issues from becoming
potential problems and adversely impacting the project. Kerzner, Harold (2003).
Risk management according to Paul D. and Jeannette C. (2006) is a formal process whereby risk
factors are systematically identified, assessed, and provided for. The term risk management tends
to be misleading because it implies control of events. Risk management must be seen as
preparation for possible events in advance, rather than simply reacting to them as they happen.
14
2.1.3.3. Procurement Planning
Synonymous with the word ‗procurement‘ in the Oxford Dictionary of English (2010) are: ‗the
act of getting possession of something‘; ‗to acquire something‘; and ‗the action of obtaining or
procuring something‘ According to PMI, (2008), procurement planning involves a process of
documenting project purchasing decisions, specifying the approach and identifying potential
sellers. The outputs from this process include; Procurement Management Plan, Procurement
Statement of Work, Make or Buy decisions, Procurement Documents, Source selection Criteria
and Change request.
Ocharo (2013) in his study on the factors affecting procurement performance: a case of ministry
of Energy in Kenya notes that planning is the process of choosing the most appropriate
contractor to deliver a specified project so that the achievement of best value for money.
Procurement methods are one of the critical steps in planning and bid evaluation methods are the
key procedures through which a contractor is selected. Ocharo (2013) states that planning is one
of the main decisions made by the clients. In order to ensure that the project can be completed
successfully, the client must select the most appropriate contractor. He further describes
procurement methods as the procedures used by the procuring entity to acquire goods, services
and works.
Advance planning of the contracting and procurement activities is particularly critical on large
projects. Subcontracting activity has a direct effect on project costs, schedules, and overall
success, so it normally receives attention early in the planning process. Paul D. and Jeannette C.
(2006). Construction procurement process on the other hand is defined as a series of operations
or actions taken to achieve the intended aim of construction project procurement Harris &
McCaffe (2005)
2.1.3.4. Schedule Development and Cost Estimation
Definition and sequencing include depicting what is intended to be done and in what order or
sequence. Estimating is the determination of the duration required to perform each activity or of
the availability and capacity of the resources to carry out the activity. Scheduling portrays the
duration on a calendar, recognizing both time and resource constraints. The final deliverable
15
from the scheduling process is the estimated time target to complete the entire project. Paul D.
and Jeannette C. (2006).
Developing a schedule according to PMI (2008) is the process of analyzing sequences, duration,
resource requirements, and schedule constraints to create the project schedule. Outputs from this
process include; project schedule, schedule baseline and schedule data. Determining budget on
the other hand is the process of aggregating the cost estimates of individual activities or work
packages to establish an authorized cost baseline. A cost estimate in this case is defined as the
process of developing an approximation of the monitory resources needed to complete project
activities.
Similarly, Paul D. and Jeannette C. (2006) define Cost estimating as the process of assembling
and predicting costs of a project. The cost budgeting process involves establishing budgets,
standards, and a monitoring system by which the cost of the project can be measured and
managed.
2.1.3.5. Communication Plan
According to Barbara Allan (2004), a common feature of successful projects is that the project
communication process has been thought through and planned in some detail. At the project
analysis stage it is worthwhile thinking about how this communication process is going to be
managed. He further noted that communication involves thinking in broad terms about the
answers to questions such; who will be working on the project? Who will be affected by the
project? When do we need to communicate? Who is responsible for implementing the
communications strategy? With whom will you communicate? What will you communicate?
How to communicate? What channels are required for feedback? Who is responsible for giving,
receiving and acting on feedback?
Communications Plan according to R.C. Mishra Tarun Soota (2005), it defines the information
needs of the project stakeholders and the project team by documenting what, when, and how the
information will be distributed. Similarly, PMI (2008) defines project communication as a
process of determining project stakeholders‘ information need and defining a communication
approach.
16
2.1.3.6. Quality Planning
Paul D. and Jeannette C. (2006) determine quality management as determines the quality
policies, objectives, and responsibilities so that the project will satisfy the needs for which it was
undertaken. According to PMBOK of PMI (2008) quality planning is the process of identifying
quality requirements and/standards for the project and product, and documenting how the project
will demonstrate compliance.
Quality Plan according to R.C. Mishra Tarun Soota (2005) Provides a Quality Plan that defines
the person(s) responsible for project quality assurance, procedures used and resources required to
conduct quality assurance.
2.1.3.7. Project Human Resources planning
Human resource planning knowledge areas is the processes used to ensure that the project
organization is established in a way that provides the project with good conditions to Succeed.
Major processes in human resource management knowledge area include; human resources
planning, acquire project team, develop and manage project team PMBOK (2004).
Human resource planning determines project roles, responsibilities, and reporting relationships
culminating in the staffing management plan to acquire project team process of obtaining the
human resources needed for completing the project Walker (2007). Each role in the project team
should be assigned with areas of responsibility, authority and required competence. It is
important that a role with a defined area of responsibility also has the authority to make decisions
within that area. Responsibility without authority makes it very hard for middle management to
influence the work, which most likely will affect the project negatively Walker (2007).
2.1.3.8. Project Integration Planning
Project integration planning knowledge areas coordinates the various elements of the project and
it is an important part in planning processes. Prioritizing between competing objectives and
alternatives are an important task in the integration management. The plan should include
general plans regarding all areas of the project such as; project objectives, time schedule, budget,
etc PMI (2004).
17
According to R.C. Mishra Tarun Soota (2005) the primary uses of the project plan are to
document planning assumptions and decisions; to facilitate communication among stakeholders,
and to document approved scope, cost, and schedule baselines. Since project plan is the main
document developed in the planning process and it is very important to allocate sufficient
amount of time and resources for this process. A project with a poor developed project plan is
most likely to be poorly executed with high costs and delays as a result Antvik & Sjöholm
(2007).
2.1.4. Project planning tools and techniques
The planning conducted in the early stages of the project is supposed to work as a framework for
controlling and managing later on. To conduct a construction project plan there are several useful
tools and techniques that are more or less frequently used. The most commonly used planning
tools include; Gantt charts, Critical Path Method (CPM) and Resource planning. Claes A. &
Linus R. (2012).
2.1.4.1. The Work Break Down Structure
The most useful tool for accomplishing these tasks is the Work Breakdown Structure (WBS).
The idea behind the WBS is simple: A complicated task is subdivided into several smaller tasks.
This process can be continued until the task can no longer be subdivided, at which time you will
probably find it easier to estimate how long each small task will take and how much it will cost
to perform. Lewis, J. P. (1995).
2.1.4.2. Gantt charts
Until around 1958, the only tool for scheduling projects was the bar chart. Because Henry Gantt
developed a complete notational system for showing progress with bar charts, they are often
called Gantt charts. They are simple to construct and to read, and they remain the best tool for
communicating to team members what they need to do in given time frames. Lewis, J. P. (1995)
Maylor (1996) added that the production time plan in construction projects is commonly
visualized in the form of a Gantt chart that illustrates the start and finish times for activities. An
advantage with the method is that it shows durations and order of activities in a simple way.
18
2.1.4.3. Critical Path Method (CPM)
With the CPM an analysis of the activities in a project is conducted so that critical activities can
be identified. The method was originally developed for computer-aided planning, and an
advantage is that changes in duration or costs are obtainable in real time. On the other side,
Criticism to the technique points out that there is too much emphasis on detail Maylor (1996).
Another obstacle is that the technique is said to provide deterministic plans that is difficult to
follow. Moreover, there is criticism about the method being too much orientated on control
rather than future. What might also be an issue is that CPM does not consider spatial
dependencies between activities.
In his book of Fundamentals of Project Management, Lewis, J. P. (1995) states Gantt charts have
one serious drawback—determining the impact of a slip of one task on the rest of the project is
very difficult. To overcome this problem, two methods of scheduling were developed in the late
1950s and early 1960s that used arrow diagrams to capture the sequential and parallel
relationships among project activities.
One method was called Critical Path Method (CPM), developed by du Pont; the other,
Performance Evaluation and Review Technique (PERT), was developed by the Navy and the
Booze, Allen and Hamilton consulting group. Although it has become customary to call all arrow
diagrams PERT networks, strictly speaking, the PERT method makes use of probability
techniques, whereas CPM does not. Lewis, J. P. (1995)
19
2.2. Theoretical Evidences
The theoretical part of this paper shows project planning is very important instrument in project
management. If projects are not well defined, refined and sequenced during the planning phase,
it‘ll often be difficult to manage projects successfully. This is often supported with empirical
studies. Zwikael (2009) studied the contribution of the PMBOK® Guide‘s nine knowledge areas
to project success. He reported that in the knowledge areas the Planning Phase had the highest
impact on project success.
Likewise, Munns and Bjeirmi (1996) make a similar point in stating that a project which is
flawed from the early stages is unlikely to be saved by good execution. In fact successful
execution may matter to only to the project team, while the wider organization will see the
project as a failure. Ewusi- Mensah (1997) on the other hand noted that key factors in cancelled
projects are poor project goals, poor technology infrastructure and escalating costs and timelines.
These would normally be analyzed and addressed in a thorough planning phase. Yeo (2002)
states that of the issues of influence noted in this study of critical failure factors, project planning
was ranked as number one.
Hamilton and Gibson (1996) in their Journal of Management in Engineering; ―Benchmarking
pre-project-planning effort‖ found that an increase in pre-project planning for construction
projects increased the likelihood of a project meeting financial goals. Shehu and Akintoye (2009)
on the other hand found in a study of programme management in the construction industry that
effective planning was the number one critical success factor identified. Effective planning had
the highest criticality index of .870 of all the Critical Success Factors (CSF) studied. Similarly,
Ngoc Se (2010) added that a well-defined project scope enables successful completion of a
project within the planned time, budget, and quality parameters.
Therefore, from the reviewed literature project plan is an aggregate of specific plans which are
developed from each knowledge area; all of which will have a significant contribution to project
success.
20
2.3. Conceptual Framework
It has been learnt from the literature review that construction projects often necessitate project
management knowledge, tools and techniques. It is also understood that project planning is one
of the most important process in project cycle which entails all knowledge areas; such us; project
integration, scope, time, quality, cost, human resource, communication, risk and procurement.
This study derived its conceptual framework in relation to the above nine Project Management
knowledge areas that are supposed to be applied during the planning phase of a project cycle
with the application of different project planning tools and techniques. To this effect; the study
will assess the project planning practices of the construction sector in view of the Oromia
Housing and Urban Development Bureau.
The following figure which is developed by the researcher illustrates the intention of the study
by relating important variables /project planning knowledge areas/ affecting the project planning
practice of the study organization.
Figure 2.5 Conceptual Framework
21
CHAPTER THREE: STUDY DESIGN AND METHODOLOGY
3.1. Research Design
Based on the purpose of the study a descriptive research design is employed by the researcher
assuming it will help to portray accurately the characteristics of the situation. According to
Kothari (2008); the major purpose of descriptive research is description of the state of Affairs as
it exists at present.
Moreover, Based on the process of the research and the type of data involved, both quantitative
and qualitative approach is followed by the researcher. Quantitative designs are plans for
carrying out research oriented towards quantification and are applied in order to describe current
conditions or to investigate relationships. The study also applied qualitative approach using
unstructured qualitative interviews in order to allow the researcher provide elaborate
interpretations of phenomena.
3.2. Population and Sampling Technique
3.2.1. Target Population
The population under study is 171 consisting of 126 professional staff members at Oromia
Housing and Urban Development Bureau, 30 contractors and 15 procurement endorsing
committee members at Oromia Finance and Economic Development Bureau, Health Bureau and
Urban Land Information System project office.
3.2.2. Sampling Techniques
Both probability and non-probability sampling techniques are adopted in selecting the sample.
Probability Sampling: - The size of simple random sampling is determined based on a
simplified formula proposed by Yamane (1997), as cited by Singh, A. & Masuku M. (2014). By
considering the above size of target population: n = N/1+ N (e2) Where, n is sample size,
N is the population size and e is the level of precision. A 95% confidence level and e = 0.05, is
assumed for the purpose of determining sample size for this study. Based on this 95
22
questionnaire were distributed and 63 responses were obtained; out of which 2 were rejected; and
this is believed to be sufficient.
Non-Probability Sampling: - Non probability is a type of sampling that adopts non randomness
in selecting the sample. The study also adopted purposive sampling techniques to sample the 08
procurement endorsing committee members from selected key stakeholder organizations and 06
contractors. The researcher has chosen the procurement endorsing committee members in view
of their participation and experience in approval of large procurements such us civil works. On
the other hand the contractors working with the study organization with in the past three years
are considered.
3.3. Types of Data and Instrument of Data Collection
3.3.1. Type and Source of Data
Both primary and secondary data are obtained using different data collection methods and
instruments. The source for primary data is the sample group which is staff members at Oromia
Housing and Urban Development Bureau, selected contractors and professionals from key
stakeholder organizations (such us, Oromia Finance and Economic Development Bureau, Health
Bureau, and Urban Land Information System project office). Secondary data on the other hand
will be obtained through the use of published and unpublished documents.
3.3.2. Instruments of Data Collection
Questionnaire Survey
A closed- ended questionnaire will be developed and the response options for a closed-ended
question will be exhaustive and mutually exclusive. For this purpose nominal scale such as yes
or no and a Likert scale measurement will be considered. For the likert scale, the items will be
scored on the 5 point Likert scale ranging from strongly agree (5) to strongly disagree (1). The
researcher has chosen to use the questionnaire survey because it is thought to be cheap and fast
to administer; and even it increases the degree of reliability as well enhances the chances of
getting valid data.
23
Interviews
Interviews will be one-to- one verbal communication in which one person or a group of people
were interviewed at a time. An interview is considered because it has the advantage of ensuring
probing for more information, clarification and capturing facial expression of the interviewees.
Documentary Review
Documentation cannot be underestimated as it provides necessary background and much needed
context both of which make re-use a more worthwhile and systematic endeavor. Secondary data
is obtained through the use of published and unpublished documents. These include various
reports, tender documents, contract documents, etc.
3.4. Procedure of Data Collection
The following data collection procedure has been followed by the researcher.
Data collection instrument has been developed by the researcher. The instrument is given to
selected persons for review and updated /improved as per the comment forwarded. Then with
the final questionnaire the researcher has made a short briefing on objectives of the research and
its confidentiality.
Finally, the survey instruments distributed to respondents after a short briefing about the
objective of the assessment. Similarly person to person interview is undertaken; relevant
secondary data were also obtained
3.5. Method of Data Analysis
Data is analyzed using both quantitative and qualitative techniques of data analysis. For the
quantitative analysis, data is sorted using the Statistical Package for Social Scientists (SPSS)
version 20 and the analysis rely on descriptive statistics. The descriptive statistics includes use of
frequency tables, charts, and graph. Qualitative data on the other hand is analyzed based on the
description summaries from the responses against the thematic area of the study.
24
CHAPTER FOUR: DATA ANALYSIS AND PRESENTATION
4.1. Project planning knowledge of professionals
Project planning plays a significant role for the success of projects as shown in the literatures. In
assessment made to evaluate the planning knowledge of professional staffs at Oromia Housing
and Urban Development Bureau, most of respondents are found to be less equipped. The
following pie chart provides some information.
Figure 4.1 Respondents‟ answer for taking project management related trainings
The above figure shows that 47.5% of respondents have got trainings related to project planning
and management whereas, the remaining 52.5% didn‘t. When they are asked a question which
project management tools and techniques they are familiar with, Work break down structure and
logical frame work approach is the most widely chosen option.
Table 4. 1 Respondents Knowledge of Project Management tools
Ref.
No Project Management Tools Frequency Percent
1 Work Break Dawn Structure (WBS) 28 45.9
2 Gantt chart 9 14.8
3 Project Management Ms software 1 1.6
4 Logical Frame Work Approach (LFA) 23 37.7
25
As shown in the above table, when respondents asked which of the above tools for project
planning are they familiar with, 45.9% answered Work Breakdown while the other 37.7% said
Logical Framework Approach.
4.2. Practice of Project Management Knowledge Area during project
planning Process
It is well discussed in the literature review that project planning phase of the project management
cycle is involved in all knowledge areas of project management which enables to defining the
problem to be solved by the project, define the scope of project using the WBS, estimate activity
durations, resource requirements, and Prepare the project master schedule and budget, decide on
the project organization structure, develop the risk response plan, communication plan and the
procurement plan.
To this effect, this part presents the extent to which project management knowledge areas are
practiced during the planning process of construction projects in the study organization. Results
of the assessment are presented as bellow.
4.2.1. Project Time Management
Project time management is one of the project management knowledge area in which contributes
to the planning proces. The practice of the study organization with respect to properly scheduling
project activities and compleating the whole planning process before the next phase (project
execusion phase) of the construction projects could be understood from the following charts.
Figure 4.2.1.1 Planning activities completed Figure 4.2.1.2 Project activity schedule determined
26
Only 21.3% of respondents agree that project planning activities are completed before the project
execution, while 44.3% of them do not agree (i.e. 27.9% disagree, 16.4% strongly disagree). The
remaining 34% are neutral.
Moreover, across tabulation result relating two basic questions; i.e. a question asked to check
weather planning activates are completed on time and project site related problems which should
have been completed before the execution phase justifies the above result.
Table 4.2.1Cross Tabulation „Planning activities on time‟ & Projects face site related problems
pla
nn
ing a
cti
vit
ies
com
ple
ted
pri
or
to c
om
ple
tion
Responses Projects face site related problems Total
strongly disagree disagree neutral agree strongly agree
strongly
disagree
0 1 2 5 2 10 (16.4%)
disagree 1 0 4 10 2 17 (28%)
neutral 1 2 5 12 1 21 (34.4%)
agree 0 4 3 6 0 13 (21.3%)
Total 2(3%) 7(11%) 14(23) 33 (55%) 5(8%) 61(100%)
Source: own survey, 2017
The result in the above table indicate that out of the 63% (i.e. 55% + 8%) of respondents who
believe projects often face site related problems (such us right off way issues, site change, & soil
taste changes), 31.2% of them (19 respondents) do not agree with the idea that planning activities
are completed on time; and other 21.3% were neutral.
4.2.2. Project Scope Planning
An assessment result for reviewing the scope planning process at OBHUD show that irrespective
of the quality of work during, the process of defining and refining scope of construction project
is well undertaken. Almost 64% of respondents agree with the idea that project scope planning is
part of the project planning process in the study organization. Only less than 30% of respondents
do not agree with the idea. The following table and chart provide additional information.
27
Table 4.2.2 Respondents opinion on; Project scope is well defined
Responses Frequency Percent
strongly disagree 2 3.3
disagree 15 24.6
neutral 5 8.2
agree 38 62.3
strongly agree 1 1.6
Total 61 100.0
Source: own survey, 2017
Figure 4.2.2.1 WBS is used to define project scope
According to the respondents, work break down structure is also used to define the project scope.
The above chart shows that around 43% of respondents agree with the idea that project work
break down structure is used to decompose /define/ the project scope. The remaining 52% are
neutral or doesn‘t know.
4.2.3. Project Quality Planning
This section presents the result of the assessment which portrays the extent to which independent
project quality plan is prepared in order to meet the quality requirements of construction projects
in the study organization. According to the results of the survey presented bellow, there is no as
such clearly known experience with regards to preparation of independent project quality plan.
Figure 4.2.3.1 Respondents Answer; Project quality plan is prepared
Source: own survey, 2017
28
The above chart illustrates that more than 60. % of the respondents do not agree with the
question asked if project quality plan is prepared. Only 6.6% agree with the idea that the study
organization has the practice of developing project quality plan.
In addition to the quality planning, the assessment also involves if sufficient time is allocated to
develop project designs (e.g. arctectural design, structural, sanitary, and electrical). Another
point considered in the questionnaire was if projects face design changes during execution
/implementation phase of the construction activities. The following cross tabulation table shows
the relationship between the responses given for sufficient time given for design development
and the idea that projects face design changes during execution phase activities.
Table 4.2.3 Cross tabulation „sufficient time is given for design development and projects face design change
during construction phase.
Response
projects face design changes during
execution phase Total
disagree neutral agree
sufficient time is given
for project design
strongly disagree 0 0 2 2 (3.3%)
disagree 5 8 26 39 (64%)
neutral 0 15 4 19 (31%)
agree 0 0 1 1(1.6%)
Total 5(8.2%) 23(27.7%) 33(54.1%) 61(100)
Source: own survey, 2017
As it could be understood from the above table 64% (39) respondents do not agree with the idea
that sufficient time is allocated for developing designs for construction projects. Only one
respondent believes enough time is allocated; the other 19 respondents (39%) have no idea.
Regarding responses related to the design change, More than 50% of surveyed respondents agree
that projects managed and/consulted by the study organization face design changes during
project execution phase. Moreover, the cross tabulation result which relates the two variables,
depict that 64% (26) of respondents who believe the time allocated for design development isn‘t
sufficient, similarly agree with the idea that construction projects face design changes during
execution phase activities.
29
4.2.4. Risk Management Planning Practice
It is well discussed in the literature review part that risk in relation to construction projects is one
of the most important factor to be considered during the planning process and if underestimated
whose variation results in uncertainty in the final cost, duration and quality of the project.
To this effect, the risk management planning practice of the study organization has been assessed
from the perspective that risk identification and analysis has been conducted, risk management
planning is prepared during the planning process, and if the organization has a separate unit or
body to deal with construction project risk related issues; as the organization is involved in the
management and consultation of various civil work activities representing the regional
government. The results of the assessment show that risk management planning practice at the
study organization is not satisfactory. According to most of the respondents there is no separate
unit or responsible body to specifically deal with risk related issues.
Figure 4.2.4.1 Respondents opinion for; is there is a separate unit to deal with risk related issues?
The above bar chart clearly illustrate that more than 95% of respondents agree that there is no
separate unit to deal with risk management related issues. The remaining 5% are neutral about
the issue.
Likewise, another question has also been considered in the survey instrument if there is a
practice of developing separate risk management plan and weather risk analysis is done with
30
respect to construction projects in the organization. The following information has been
obtained.
Table 4.2.4 Resp. Answer for; „Risk Management
Plan prepared during planning phase‟
Responses Frequency Percent
strongly disagree 12 19.7
disagree 22 36.1
neutral 23 37.7
agree 4 6.6
Total 61 100.0
Figure 4.2.4.2: Respondents Answer for; Does risk
analysis conducted during planning?
The above table depicts that more than 56% of respondents believe that there is no experience of
preparing independent risk management plan in the organization. I.e. 36% of respondents
disagreeing and the other 19.7% strongly disagreeing, where as the remaining 37.7% are neutral
In addition to the survey, an effort has been made by the revisit some secondary data /document
review/ and face to face interview in view of the advantage of ensuring probing for more
information. To this effect, it is understood that a sort of generic SWOT analysis (not specific to
each project and more of general) conducted during the preparation of organizational plan. In
addition to this, according to some interviewee and review of some documents some of project
related risks will be transferred and /shared between the client/consultant organization and the
contractor to which the construction activity is outsourced to through a procurement process.
Despite this fact, it is also observed that the tender document and /the contractual agreement
signed between the project owner organization can‘t address all risks related to construction
projects.
31
4.2.5. Project procurement Planning Practice
Procurement planning is also one of the most important components in project management
knowledge area discussed in the literature section. The researcher has also considered this
section as one of the most important one. This is owing to the fact that the study organization
outsources all of its construction projects to contractors through procurement process and is also
involved in procurement endorsement of any of construction projects owned by regional level
public bodies as the study organization is charged with the responsibility of consulting the public
institutions with construction projects.
Therefore, the procurement planning practice of the organization is assessed in view of weather
procurement plan is prepared for construction projects, the time by which procurement bid
evaluation is conducted and when most of projects are outsourced /awarded to contractors. The
assessments made with regards to those thematic areas indicate that the procurement planning
area is not adequately considered by the study organization. The following tables and charts
justify this idea.
Table 4.2.5.1: Respondents opinion on
„Procurement Plan is prepared‟
Respondents Frequency Percent
strongly disagree 3 4.9
disagree 24 39.3
neutral 25 41.0
agree 9 14.8
Total 61 100.0
Figure 4.2.5.1: bid evaluation is conducted early
Survey results of respondents in the above table show that more than 44% of respondents believe
that there is no practice of preparing procurement planning document specific to construction
projects. The remaining 39.3% are neutral and only less than 15% (nine respondents) of them
agreeing.
32
The other point considered in the survey inistrument was to check if bid /tender evaluation
process is completed with in the first two quarters of the budget fiscal year; i.e. before the Month
of January. The resulted depicted in figure 5 depicts that more than 70% of respondents (i.e.
62.3% those doesn‘t agree and 8.2% those strongly dissagree) answered against the idea. This
means, most of them believe that tender evaluation process which enables to identify best
candidates to construct the project will be identified during the later quarter/months of the budget
year. This will obviously reduce the time to pass to the execusion phase.
Another analysis has also been made that could support the above idea. Across tabulation result
relating /linking two variables; procurement plan is prepared vs most of projects are awarded in
the last two quarters. The result of the cross tabulation show that from those respondents who
believe with the inadequacy of practice of project procurement planning, similarly agree with the
idea of project award time being third and fourth quarters of the budget fiscal year.
Table 4.2.5.2: Cross tabulation result for procurement plan prepared vs. projects awarded 3rd & 4th Quar.
Most projects are awarded 3rd & 4th Quar. Total
disagree neutral agree strongly agree
procurement
plan is
prepared
during
planning
strongly disagree 0 0 0 3 3(5%)
disagree 0 4 20 0 24(39.4%)
neutral 2 4 18 1 25(40%
agree 0 2 6 1 9(14.8%)
Total 2(3.3%) 10(16.4%) 44(72%) 5(8%) 61(100%)
Source: own survey, 2017
It is illustrated in the table above that 72% of respondents believe most of construction projects
are awarded to contractors during 3rd
and 4th
quarters of budget year. Out of those respondents
who said projects are awarded in the later stages, 20 (46%) of them do not agree with the idea
that project procurement planning is prepared for construction projects. An effort made to assess
the procurement practice of projects at the sudsy organization shows that in all the variables
considered for the assessment proof it is not adequately considered yet.
33
4.2.6. Project Cost Estimation
Project cost planning is also another important variable considered in the assessment to examine
the practice of the study organization with respect to cost planning. Respondents were asked if
project cost is well estimated in the planning phase and if they know that there is always
difference between the estimated cost and the contract amount.
Table 4.2.6.1 Respondents opinion for „Project cost is well estimated there is difference between
estimated cost & contract price‟
Responses
Project cost is well
estimated in the planning
phase
Frequency Percent
strongly disagree 2 3.3
disagree 33 54.1
neutral 13 21.3
agree 12 19.7
strongly agree 1 1.6
Total 61 100.0
Figure 4.2.6.1: difference b/n estimated cost &
contract price
It is presented in the above table most of respondents asked if they know project cost is well
estimated in the study organization do not agree. More than 58% of respondents disagreeing and
the other 21% being neutral, most of peoples involved in the assessment believe project cost is
not well estimated. Whereas on the other hand, around 20% of them believe it is well estimated.
The other result of the study described in the bar chart depicts if respondents know whether
estimated project costs differ from the contract winning price by which projects are outsourced
/contracted to another party; contractor. The responses of surveyed officers were mainly towards
the idea that there is disparity between estimated cost and contract amount; with 54.1% of them
agreeing and another 18% significantly agreeing with the idea. With only 16% of responses
against the idea and another 11% being neutral, the response of many respondents indicate that
the market price by which projects are awarded is differs with the amount estimated by
professionals during the planning phase.
34
Table 4.2.6.2: Cross tabulation / cost is well estimated vs. estimated cost is different from market
value/
Responses
disparity between estimated cost and contract price
Total project cost
is well
estimated
in the
planning
phase
disagree neutral agree strongly agree
strongly disagree 0 0 2 0 2
disagree 1 2 22 8 33
neutral 5 4 4 0 13
agree 4 1 4 3 12
strongly agree 0 0 1 0 1
Total 10(16%) 7(11%) 33 (54%) 11(18%) 61
Source: own survey, 2017
It could be visualized from the table above that most of respondents who believe cost is not
adequately estimated, doesn‘t reflect the contract amount of projects. 54% of respondents who
believe there is a difference between estimated cost and contract winning price of construction
projects, 66% (22 respondents) of them argue that project cost is not well estimated in the
planning phase in the study organization.
4.2.7. Project Communication Planning Practice
Project Communication management is another important knowledge area supposed to be
considered throughout the project cycle including the planning phase. With regard to this study,
communication planning practice of the organization under study is assessed in view of weather
the organization has the experience of developing project communication plan and strategy to
deal with construction projects, if communication channels are established early in the planning
phase and the extent to which it is maintained.
Results of respondent survey presented in the following table bellow show that, the experience of
developing separate project communication plan and defining channels communication is
limited, but project communication is maintained throughout the project cycle.
35
Table 4.2.7.1: Respondents opinion Communication planning practice
Responses Communication plan and
strategy established
during planning
Communication
channel established
during planning
Ongoing
communication with
stakeholders
Frequency Percent Frequency Percent Frequency Percent
strongly disagree 6 9.8 1 1.6
disagree 26 42.6 34 55.7 12 19.7
neutral 18 29.5 10 16.4 12 19.7
agree 11 18.0 16 26.2 37 60.7
Total 61 100.0 61 100.0 61 100.0
Source: own survey, 2017
Respondents result presented in the above table show that the experience of the study
organization in relation to developing independent project communication plan and channels of
communication early in the planning phase is limited; whereas on the other hand, the
organization maintained communication with stakeholders.
In a discussion/ interview taken with one communication officer and a review of secondary data
made by the researcher, the organization has a generic and consolidated organizational plan that
every process unit /department is participated. The major problem here is there is no separate
project communication plan and even the document /organizational plan/ doesn‘t clearly define
how to communicate project activities (construction project), with whom to communicate, when
to communicate, the communication channels and strategy that best suit to construction projects.
4.2.8. Project Human Resource Planning Practice
It is well discussed the review of literature that projects often require acquisition of adequate
project team that effectively implement construction projects. In order to assess the human
resource planning practice, questions are asked if the organization has the experience of planning
/allocating project team early in the planning phase, if team members /officers are motivated to
participate in the planning process, weather frequent project planning and/management training
is given to the staff and if most of project team leaders and/ managers assigned are capable
enough to successfully manage construction projects.
36
Responses of the assessment presented bellow depict that in view of the above mentioned
questions, according to most of respondents the human resource planning practice is not well
considered by the study organization.
Table 4.2.8.1: Respondents answer for
„Project team is planned /allocated during
planning‟
Responses Frequency Percent
strongly disagree 19 31.1
disagree 27 44.3
neutral 5 8.2
agree 10 16.4
Total 61 100.0
Table 4.2.8.2: Respondents answer; Project
team members motivated to participate in
planning
Responses Frequency Percent
strongly disagree 8 13.1
disagree 27 44.3
neutral 19 31.1
agree 7 11.5
Total 61 100.0
Results of respondents‘ survey presented in the above table demonstrate that project team for
supervising and inspecting project activities is not determined along the planning process. I.e.
over 70% of respondents, do not agree with the idea that project team is allocated during
planning phase. Similarly, a civil engineer in the study organization is considered for an
interview after the survey has supported the above result. According to him, Even though,
project officers are assigned to supervise and inspect project implementation activities, the
number of professionals and their composition with respect to each construction projects is not
initially determined during project plan preparation.
In addition to human resource allocation, respondents were asked to give their view on if they
believe that project officers are motivated and /happy to participate in the planning process.
Most of the responses from the survey is found to be against the idea. I.e. more than 53% of
respondents do not agree with the idea which favors project officers are motivated to take part in
planning; whereas the remaining 31% are natural.
Likewise, another question has been raised to respondents in order to support the assessment.
Result of the assessment presented bellow show that most of project team leaders assigned is not
capable enough to handle the big task, and they also argue frequent training on project planning
and management isn‘t given.
37
Table 4.2.8.2 Respondents opinion on project
management training given
Responses Frequency Percent
strongly disagree 7 11.5
disagree 31 50.8
neutral 18 29.5
agree 5 8.2
Total 61 100.0
Figure 4.2.8.1: Project team leaders are capable
According to respondents view illustrated above, project management trainings are not
frequently provided to staff; with over 60% of respondents arguing there is lack of project
management training. Regarding the capacity of project team leaders /managers, more than 80%
of respondents (getting 65.6% support, and another 21.3% strong support) believe that, project
team leaders are not capable enough to manage construction projects managed and/consulted by
the study organization.
4.3. Use of project Management tools and techniques
Reviews of literatures suggest that in order to conduct a construction project plan there are
several useful tools and techniques that are more or less frequently used. To this effect, the extent
to which project management tools and techniques are applied during project plan preparation
process is considered in the assessment. The results of the assessment are presented here bellow.
Table 4.3.1.1: Respondents view on usage of Work
Break Dawn Structure is used during planning
Responses Frequency Percent
disagree 3 4.9
neutral 26 42.6
agree 32 52.5
Total 61 100.0
Figure 4.3.1.1: Scheduling tools & techniques used
Results of respondents‘ survey in the above table indicate that Work Break Dawn Structure is
used to decompose /define scope of construction projects. With 52.5% of respondents in
38
agreement with the idea if WBS is used to define project scope, the other 3 respondents in
disagreement and the remaining 42.6% being neutral, it is possible to understand that WBS is
utilized for the purpose of defining project scope.
Similarly, another project management tools used during activity scheduling and sequencing;
such us, CPM, PERT, Gant Chart is found to be not well used during project planning process.
This fact is supported with the suggestion of surveyed respondents; 56% of them not in
agreement with the idea and similarly another some 7% of respondents supporting the idea that
those tools are not well utilized in the study organization.
Similarly, respondents were asked to give their view if they know the organization under study
effectively utilizes use Logical Frame Work Approach and Project Management Ms software for
the purpose of developing project plan. A result of the survey is presented in the following table.
Table 4.3.1.2: Resp. View on the usage of
LFA is used during planning
Responses Frequency Percent
disagree 6 9.8
neutral 29 47.5
agree 19 31.1
strongly agree 7 11.5
Total 61 100.0
Figure 4.3.1.2: Project Management /PM Software used
Respondents survey results in the above table and chart show that Logical Framework Approach
is considered during project planning process according to 31% of respondents and the
remaining others being neutral. Project Management software on the other hand is found to be
not utilized in the study organization according to more than 60% of respondents.
In addition to survey results, in an interview made with two professionals suggest that from the
above project management tools considered in the survey, work break dawn structure is used
during project quantity development while logical frame work is partially used during over all
organization plan by the planning, monitoring and evaluation department.
39
CHAPTER FIVE: SUMMARY, CONCLUSION AND
RECOMMENDATION
5.1. Summary
This research had three major objectives which were to assess the Project planning knowledge of
professionals at Oromia Housing and Urban Development Bureau, to study the extent to which
project management knowledge areas are practiced during the planning process of construction
projects and identify the level of use of project management tools and techniques during
planning stage of construction projects in the organization under study.
The reviewed literature showed that project planning process involves vital role for the
management of successful projects, including construction activities. The process of project plan
development which is understood to encompass project scope planning, activity scheduling and
sequencing, cost estimation, human resource planning, communication planning, risk
management planning and procurement planning have all been considered in the assessment. It is
also assessed that these planning activities are undertaken using different project management
tools and techniques.
The questionnaire survey was believed to contain all the important research questions which
were helpful in fulfilling the research questions. The results of the questionnaire survey and
discussion of the findings in line with the literature review were presented in the previous
section. In this section the conclusions derived from the research findings and the
recommendations are presented.
The organization under study is engaged in the management and consultancy of various public
projects, specifically, construction project which require adequate management of resources so
as to meet project requirements. The result obtained from the analysis of gathered data suggest
that project planning and management knowledge is not sufficient enough and construction
project planning experience in the organization is not well developed and supposed to be
improved in order to meet the requirements of managing successful projects.
40
5.2. Conclusion
The level of knowledge of project management tools and techniques applied for planning
purpose is limited to LFA and WBS. Other project management tools are not well known by the
surveyed professionals and not utilized by the institution for the planning purpose as well. Lack
sufficient trainings in the area of project planning and management, lack of well qualified project
managers /team leaders is also reported.
With regards to the practice of project management knowledge areas in the planning phase, the
assessment result show that the organization is limited to the development of the broader
/generic/ project management plan which takes in to account the strategic direction of the
government and the project /activity requirements of all departments /processes/ which intern
aligned with the interest of the sector, regional urban centers.
There is lack of understanding and/ adequate attention given to each knowledge area. Results of
the survey suggest that, there is no practice of developing project quality management plan, risk
management plan, procurement management plan; etc with respect to construction activities
managed and/ consulted by the study organization. Most projects are awarded to contractors
during the last two quarters of the fiscal year. Projects often phase design changes /i.e. scope
changes/ during project execution phase activities. So much so, project officers are not interested
to participate during the project planning phase, and project team is not acquired /allocated early
in the planning phase.
Generally, it is possible to conclude that, from the nine planning knowledge areas considered in
the study, project time and cost planning, project risk management plans, project procurement
planning, project quality planning practices require careful attention. This is partly, because of
the fact that, they are not adequately exercised /considered during the planning process according
to the survey result, but also because of the magnitude of their effect on the success of
construction projects on the other hand.
41
5.3. Recommendation
Owing to the broader responsibility of the organization not only in managing and consulting
number of construction projects every year, because of its role in directing the regional urban
development activity; and the construction industry which require significant investment, it is
recommended that the process based arrangement of the organization, should be modified to a
form of separate metrics based arrangement so that it will be possible to install proper project
management system that enable the study organization addresses consultancy needs the regional
level public organization.
Since lack of project management knowledge, tools and techniques is identified in the
assessment, it is recommended that the organization should equip project officers with the
concept and application of project management knowledge through trainings.
It is recommended that an independent project risk management team /focal person is
established/assigned so that it will be possible to effectively deal with construction project related
risks are identified earlier and risk response planning system is adopted.
The contract administration department is further restructured to accommodate the responsibility of
procurement planning and management of all construction projects that are under the management
and consultancy of the study organization. This will help the organization in order to schedule and
proactively work on how the procurement and solicitation processes for internal projects as well as
external projects owned by other public bodies in the region whose procurement process is endorsed
by the organization under the study.
It is also strongly recommended that further research is conducted on; 1) how the pre-project
implementation phase activities (project initiation and planning phases) affect the performance of
construction projects, the relationship between the procurement and risk management practice of
construction projects and the overall success /performance of projects in the organization in
particular, and at country level in general.
42
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45
ANNEXES
SAINT MARY‟S YUIVERSITY
GRADUATE PROGRAM
PROJECT MANAGEMENT DEPARTMENT
An Assessment on “Project Planning and Its Practice in the Construction Industry”
A case of Oromia Urban Development and Housing Bureau
Questionnaire
This questionnaire is prepared to gather the necessary information for a study aimed to assess
project planning practices in the construction industry considering the experience of Oromia
Urban Development and Housing Bureau. The information you provide will be used
only for academic purpose (only for the study under consideration) and will be kept
confidential; hence; you are kindly requested to provide only thoughtful and honest responses
that will give the most valuable information for the assessment.
I gratefully thank you for your invaluable time you take to answer the question included in this data
collection instruments. (For further questions pertaining to this project, please contact me on
+251-931 526832 or [email protected])
With Best Regards!
46
PART ONE: GENERAL QUESTIONS
Please Mark By “√‟‟
1. What is Your Position in the Organizat ion?
Project Manager Team Leader Technical Expert Support staff
2. Number of years you have been working in the organization
<2 years 2-5 years More than 5 years
3. The highest level of education you have accomplished
Diploma BA/BSc MA/MSc PHD
4. Your educational Background /Field of study -------------------------------
5. Total number of projects you have been involved in your Organization during
the past three years?
<3 3-5 5-7 >7
6. Which role do you have in your organization with respect to construction
projects?
Design development/Preparation
Project Monitoring /Controlling supervision/
Project Cost planning/budgeting Management
Procurement planning, bid evaluation
Other please specify-----------------------------------------------------
7. Did you take project management related trainings?
Yes No
8. If your answer for question No. 9 is yes specify the type of training -------------
------------------------------
9. Which of the following tools for project planning are you familiar with?
Work Breakdown Structure (WBS)
Gantt chart
CPM
MS PM Software
Logical Framework Approach
47
PART TWO: Questions specific to the project planning practice at Oromia Housing and Urban Development Bureau
Please indicate your level of agreement with the following statements by ticking (√) the answer that best corresponds to your
feeling.
Key variables Description Strongly
disagree
Disagree Neutral Agree Strongly
agree
Project Integration
Management
Knowledge area
10 Project Management Plan (for construction projects) is
developed during the planning phase
11 key stakeholders actively involved in planning stage
12 Roles of stakeholders is identified during the planning
stage
13 There is strong integration between project planning
department and construction supervision unite
14 Top level management actively involved during project
planning
Project scope
Management
Knowledge area
15 The project scope is well defined in the planning phase
16 Sufficient time is given for project design and quantity
preparation/ development
Project Time
Management
Knowledge area
17 Project activity schedule is determined in the planning
phase
18 Project planning activities are completed prior to
project execution
19 Projects face site related problems /site change, right
off way problems, soil taste etc/
Project cost
Management
Knowledge area
20 Project cost is well estimated in the planning phase
21 Projects face additional cost /variations/ due to change
in scope, design
22 There is significant difference between estimated cost
and contract amount /winning price
48
Project Quality
Management
23 Project quality plan is prepared
24 Construction projects face design changes during
execution phase
Project Human
Resource
Management
Knowledge area
25 Project team is planned /allocated early in the planning
stage
26 Team members/officers are motivated and committed
to participate in the planning process
27 Project Managers/Team leaders are often capable of
managing projects
28 Project Human Resource Management Plan is prepared
during the planning phase
Project
Communication
Management
Knowledge area
29 Communication plans and strategies are established
during project planning process
30 Communication channels of projects are determined
during project planning process
31 On-going communication with project stakeholders
are maintained
Project Risk
Management
Knowledge area
32 Project Risk is identified during the planning stage
33 Project risk analysis is conducted during the planning
stage
34 There is a separate unit/person responsible for project
risk management planning
35 Risk response planning prepared in the planning stage
Project
Procurement
Planning and
solicitation
36 Project procurement plan is prepared early in the
planning stage
37 Bid evaluation process is completed early in the first
two quarters /i.e. before Month of January/
49
38 Most of projects are awarded to contractors in the third
and fourth quarters
Project
Management tools
and techniques
39 Work break down structure (WBS) is used for defining
and planning project scope
40 Project Scheduling tools /such us; Gantt chart, Network
Scheduling / are effectively utilized
41 Logical Framework approach is used for planning
42 Project Management Software is used
43 Project Cost Estimation techniques /Analogy estimate,
Parametric estimates, expert opinion, Contingency
amount,/ is effect used